Team Insights

AlphaGraphics Team Insights

Updated February 28, 2022

Team DISC

D
I
S
C
Extrovert
People
Introvert
Task

Decisiveness

How team members tend to approach problems and make decisions

Higher D Styles

Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before. There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect.

Lower D Styles

Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the key here is new and unprecedented problems. The Lower D style will solve routine problems very quickly because the outcomes are already known. But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting.

Interactivity

How team members tend approach to interacting with people and display of emotions

Higher I Styles

Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time. The Higher I scores are talkative, interactive and open even with people whom they have just initially met. People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing.

Lower I Styles

Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation. Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met. They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one.

Stability

How team members tend to approach the pace of the work environment

Higher S Styles

Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles. They have an excellent listening style and are very patient coaches and teachers for others on the team.

Lower S Styles

Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom of expression and the ability to change quickly from one activity to another. They tend to become bored with the same routine that brings security to the Higher S traits. As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity.

Cautiousness

How team members tend to approach standards, procedures, and expectations

Higher C Styles

Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores. They have some of the highest quality control interests of any of the styles and frequently wish others would do the same.

Lower C Styles

Tend to operate more independently from the rules and standard operating procedures. They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results.

Team Values

Very Low Low Average High Very High
Aesthetic balance, harmony and form
Economic economic or practical returns
Individualistic stand out as independent and unique
Political be in control or have influence
Altruist humanitarian efforts or to help others altruistically
Regulatory establish order, routine and structure
Theoretical knowledge, learning and understanding

Danielle Schepler

DISC Style

Values/Drivers

HighAesthetic Very much prefers form, harmony and balance. Likely a strong advocate for green initiatives and protecting personal time and space.
Very HighEconomic Very competitive and bottom-line oriented.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Danielle Schepler:

  • Join in and talk positively about people and their goals.
  • Allow time to verify the issues and potential outcomes.
  • Provide testimonials from people seen as important and prominent.
  • Ask for input regarding people and specific assignments.
  • Make an organized appeal for support and contributions.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Use a thoughtful and logical approach to discussing ideas and options.

Things to avoid to effectively communicate with Danielle Schepler:

  • Leave things up in the air, or to work out by chance.
  • Don't talk down to anyone.
  • Don't be dogmatic.
  • Don't use unreliable evidence or testimonials.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use someone else's opinions as evidence.
  • Don't legislate.

Jennifer Schepler

DISC Style

Values/Drivers

HighAesthetic Very much prefers form, harmony and balance. Likely a strong advocate for green initiatives and protecting personal time and space.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Jennifer Schepler:

  • Ask for input regarding people and specific assignments.
  • Provide clear, specific solutions, and support your position.
  • Allow time to verify the issues and potential outcomes.
  • Use the conversation to direct you back to the topic or issue at hand.
  • If you agree with the outcome, follow through and do what you say you will do.
  • List pros and cons to suggestions you make.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Jennifer Schepler:

  • Don't rush the issues or the decision-making process.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Avoid being impersonal or judgmental.
  • Don't whine about all of the work you have to do.
  • Don't legislate.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be domineering or demanding.

Rich Schepler

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
HighRegulatory Strong preference for following established systems or creating them if none present.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Rich Schepler:

  • Motivate and persuade Rich by referring to objectives and expected results.
  • Be prepared to handle some objections.
  • Provide testimonials from people he sees as important and prominent.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Ask for his input regarding people and specific assignments.
  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
  • Get to the point quickly and don't ramble.

Things to avoid to effectively communicate with Rich Schepler:

  • Don't talk down to him.
  • Don't 'dream' too much with him or you'll lose time.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't direct or order.
  • Don't make decisions for him.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • When disagreeing, don't let it reflect on him personally.

Rich Schepler Jr

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very HighEconomic Very competitive and bottom-line oriented.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
HighAltruist Has a high desire to help others learn, grow, and develop.
HighRegulatory Strong preference for following established systems or creating them if none present.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Rich Schepler Jr:

  • Provide clear, specific solutions, and support your position.
  • Provide logical and practical evidence.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide assurances about input and decisions.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Allow time to verify the issues and potential outcomes.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Rich Schepler Jr:

  • Don't manipulate or bully others into agreeing.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't threaten with position or power.
  • Don't use unreliable evidence or testimonials.
  • Don't be vague about what's expected.
  • Don't leave the idea or plan without backup support.
  • Don't be unrealistic with deadlines.